ESHT - DSIM - Comunicações em eventos científicos
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- Leadership structure and implications of partial state ownership in the hospitality sectorPublication . Ferreira, Flávio; Umbelino, JorgePrivatization frequently boosts efficiency and productivity in businesses as private companies are generally more motivated to reduce costs, innovate, and meet market needs than state-run counterparts. The privatization of the hospitality sector pertains to the acquisition or operational control of hospitality properties, such as hotels and resorts, including additional services, shifting from government provision to private companies. This shift can have mixed effects on environmental sustainability. This paper delves into the interplay of environmental taxes, pollution control spending, and the privatization of a partially state-owned (PSO) hotel within a mixed duopoly framework. The market we analyze comprises a single partially state-owned (PSO) hotel competing against one for-profit (FP) hotel in a five-stage game: (i) the government decides how much of the PSO hotel will be privatized; (ii) a regulator, aiming to maximize social welfare, establishes the emission tax rate; (iii) the PSO hotel selects abatement pollution investments; (iv) the FP hotel then selects pollution abatement investments; and (v) subsequently, the two hotels concurrently and autonomously determine the quantity of rooms available for reservation. This game presents a model of a policy regime featuring commitment. In contrast, our analysis also considers a non-committed regime, distinguished by the fact that step (ii) occurs after decisions regarding abatement pollution investments. This study’s most significant finding is that, according to the social welfare perspective within the analyzed models, neither total privatization nor complete nationalization represents the optimal governmental strategy.
- Partial state ownership in the hospitality industryPublication . Ferreira, Flávio; Ferreira, Fernanda A.Privatization often leads to improved efficiency and productivity in the privatized enterprises. Private firms typically have stronger incentives to cut costs, innovate, and respond to market demands compared to state-run enterprises. Privatization also reduces the administrative and financial burden on the government, allowing it to focus on core functions such as regulation, policy-making, and public welfare. Privatization in the hospitality industry involves transferring ownership or management of hotels, resorts, and other hospitality-related services from the public sector to private entities. Privatization in the hospitality industry can have both positive and negative impacts on environmental sustainability. Using a mixed duopoly model, this paper examines the relationship between environmental taxation, pollution abatement investments, and privatization of a partial state-owned hotel. We will consider one partial state-owned hotel and one for-profit hotel in a market competition defined by the following four-stage game: (i) the government decides the level of privatization of the partial state-owned hotel; (ii) a welfare-maximizing regulator sets the emission tax; (iii) both hotels, simultaneously and independently, choose abatement pollution investments; (iv) both hotels, simultaneously and independently, select the number of rooms provided for renting to guests. One of the main results of the paper is that neither full privatization nor full nationalization is the best choice for the government, under the social welfare point of view.